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The Honourable Stockwell Day, P.C., M.P.
Minister of Public Safety
Section II: Analysis of Program Activities by Strategic Outcome
Section III: Supplementary Information.
Section IV: Other items of interest
As Canada’s Minister of Public Safety, I am pleased to present to Parliament the Departmental Performance Report for Public Safety Canada for the period ending on March 31, 2007.
The Public Safety Portfolio is responsible for public safety activities that help ensure the safety of Canadians – policing and law enforcement, corrections and conditional release of federal offenders, emergency management, national security, crime prevention and the protection of Canada’s borders.
The Portfolio consists of Public Safety Canada, five agencies – the Canada Border Services Agency, the Canadian Security Intelligence Service, the Correctional Service of Canada, the National Parole Board and the Royal Canadian Mounted Police – as well as three review bodies.
The Department’s 2006-2007 Report on Plans and Priorities identified three strategic priorities to promote public safety: protecting the security of Canada and Canadians, fighting serious and organized crime, and enhancing community safety and security. These priorities are essential components of our new government’s commitment to strengthen the security of Canadians and their communities. During this past fiscal year, the Department and its Portfolio agencies have made much progress on all of these fronts.
Public Safety Canada supported the introduction of the Emergency Management Act that was recently passed in Parliament. The Act modernizes our emergency management system and strengthens the Government’s readiness for all types of major emergencies. We upgraded the Government Operations Centre to improve 24-hour incident monitoring and coordination capabilities across government. The Department was also involved in the review of the Criminal Code list of terrorist entities, adding new entities to limit their ability to operate in Canada.
Public Safety Canada also made progress on initiatives to fight serious and organized crime. One of those initiatives was the National Agenda to Combat Organized Crime. As part of that initiative, the Department created a national communications strategy to educate Canadians about organized crime. Increased resources for the RCMP helped to restore the integrity of
the RCMP Federal Program and increased the RCMP’s capacity to address priority cases involving organized crime. The Department continues to work with Justice Canada to develop legislative reforms aimed at toughening sentencing for serious and violent sexual offences. Also, funding was allotted in the 2007 Federal Budget to improve our enforcement capacity regarding illicit
drugs under the National Anti-Drug Strategy.
We increased transportation security by establishing an enhanced national/regional intelligence sharing framework. In addition, the Department coordinated the 9th Canada-US Cross Border Crime Forum to help strengthen the security of our borders and fight trans-boundary organized crime.
We also continued to work to enhance community safety and security through the National Crime Prevention Centre (NCPC). The NCPC supported 189 crime prevention initiatives through funding of community-based projects across Canada totalling $23.95 million. The creation of the Youth Gang Prevention Fund is enabling communities most at risk to help prevent street gangs from enticing our youth into a life of crime. We also increased access to policing services for First Nations communities across Canada, which included an increase in self-administered services.
These are just a few of many exceptional accomplishments of the Department in 2006-2007. I invite you to explore the content of this report and, if you have inquiries, to consult the list of departmental contacts. You can also obtain more information on the Department’s website at: www.publicsafety.gc.ca.
I submit for tabling in Parliament the 2006-2007 Departmental Performance Report for Public Safety Canada.
This document has been prepared based on the reporting principles contained in the Guide for the Preparation of Part III of the 2006-2007 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:
The Public Safety Portfolio is responsible within the Government of Canada for public safety – policing and law enforcement, corrections and conditional release of federal offenders, emergency management, national security, crime prevention and the protection of Canada’s borders.
The Public Safety Portfolio consists of Public Safety Canada and five agencies: the Canada Border Services Agency (CBSA), the Canadian Security Intelligence Service (CSIS), the Correctional Service of Canada (CSC), the National Parole Board (NPB), and the Royal Canadian Mounted Police (RCMP). It also includes three review bodies: the RCMP External Review Committee (ERC), the Commission for Public Complaints Against the RCMP (CPC) and the Office of the Correctional Investigator (OCI).
For the fiscal year ending March 31st, 2007, the Portfolio’s organizations had just over 52,000 employees and total net expenditures of over $6.0 billion. Each Portfolio agency, with the exception of CSIS, prepares an individual Departmental Performance Report. Owing to national security concerns, CSIS does not publicly report on its plans and priorities. Information on the reports of the other Portfolio agencies can be found on each organization’s website.
The Department, Portfolio agencies, and review bodies contribute individually and collectively to the public safety agenda outlined in the 2006-2007 Report on Plans and Priorities (RPP). The
2006-2007 Departmental Performance Report provides a picture of the results achieved against performance expectations established in that year’s RPP.
The mandate of Public Safety Canada is to keep Canadians safe from a range of risks, including natural disasters, crime and terrorism. To do this, Public Safety Canada coordinates and supports the efforts of federal organizations helping to ensure national security and the safety of Canadians, and works with other levels of government, the police, first responders, community groups, the private sector and foreign governments.
The Department provides policy advice and support to the Minister of Public Safety on issues related to public safety, including national security, emergency management, policing and law enforcement, interoperability, information sharing, corrections and conditional release, Aboriginal policing, and crime prevention. The Minister is thus supported, assisted and advised in his responsibilities as they relate to:
The Department also plays a key role in encouraging cohesion, integration and information-sharing across the Portfolio. This helps ensure that the Minister is provided with timely and comprehensive advice, that the Portfolio’s strategic policy and legislative framework remains current and effective, and that public safety threats are thoroughly assessed and addressed in a way that reflects Canadian values and maintains the integrity of the criminal justice and national security systems. This leadership role is integral to the provision of sound policy advice that supports decision-making.
2006–2007 Financial Resources (in millions) |
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Planned spending |
Total authorities |
Actual spending |
$498,105 |
$467,531 |
$300,453 |
2006–2007 Human Resources |
|
Planned |
Actuals |
999 FTEs |
825 FTEs |
Spending by Priority and Program Activity |
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Strategic Outcome: |
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Priority |
Program activity |
2006-2007 Spending (in millions) |
|
Planned |
Actual |
||
Protecting the security of Canada and Canadians |
Emergency management and national security |
$267,013 |
$108,918 |
Fighting serious and organized crime |
Policing, law enforcement and interoperability |
$38,717 |
$33,615 |
Enhancing community safety and security |
Community safety and partnerships |
$192,375 |
$157,920 |
Departmental Total |
$498,105 |
$300,453 |
While most emergencies are managed at the local level, factors such as urbanization, critical infrastructure interdependencies, terrorist acts, severe weather events, and the steady flow of people and trade across borders increase the potential for catastrophes in Canada to transcend geographic and jurisdictional boundaries.
All levels of government have an obligation to their citizens to analyze risks, prevent or mitigate where possible, and continuously improve their ability to work together to prepare for, respond to, and recover from the consequences of disasters.
Through the implementation of an integrated all-hazards approach to the national emergency management system to address the challenges of the current risk environment, the Department engages in activities in an effort to save lives, preserve the environment, and protect property and the economy. The national emergency management system is comprised of four interdependent, risk-based functions, or pillars:
The Department is focused on making strategic investments, policies and programs, and advancing legislative/regulatory initiatives to encourage a balanced approach across these four pillars.
Performance Highlights |
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Policing and Law Enforcement |
|
Priority |
Fighting serious and organized crime |
Expected result |
Enhanced capabilities to combat serious and organized crime. |
In recent years, the environment within which federal policing and public safety organizations operate has changed significantly. The increasingly complex and sophisticated nature of serious and organized crime, such as transnational criminal activity and emerging internet-based crime, poses a serious and significant problem for Canada. In March 2007, a public opinion poll involving over 1,300 Canadians found that approximately 84% of respondents identified organized crime as a serious issue.
Fighting these crimes is further complicated by the reality that most federal investigations of serious and organized criminal activity cross international borders, creating significant jurisdictional, cost and information-sharing challenges. Federal efforts to combat these crimes require departmental leadership to ensure that information is shared with key stakeholders and to develop coordinated, collaborative policies and programs for implementation across the government, particularly across the Portfolio and between levels of government.
Over the past year, the Department has continued to make progress on developing policies and strengthening coordination activities with federal, provincial and foreign policing and public safety organizations to enhance their capabilities to combat serious and organized crime. Under the National Agenda to Combat Organized Crime, and bolstered by cooperation with the U.S. under the umbrella of the Canada-U.S. Cross Border Crime Forum, efforts are focused on such areas as marijuana grow-operations and clandestine crystal methamphetamine labs; fraud; economic crime; organized crime; cyber crime; and human trafficking. The Department also played a significant policy development role in the area of transportation security and border integrity, including strengthening the public safety components of Canada’s immigration program.
Performance Highlights |
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Ensuring a safe, just and secure society is a core responsibility of government. While Canadians generally feel safe, there are emerging and ongoing public safety issues that challenge the confidence and perceptions of Canadians, such as gun violence and gang activity in Canada’s major urban centers; high crime and victimization rates in Aboriginal communities; the disproportionate representation of Aboriginal offenders in federal penitentiaries; and the complexity, sophistication and transnational nature of criminal activity.
Furthermore, as crime and society become more complex, so has the federal offender profile. An increasing number of today’s offenders have extensive histories of violence, receive higher security risk classifications upon admission to federal institutions and suffer from complex mental health problems.
Public Safety Canada aims to improve the safety and security of Canadians in partnership with communities through crime prevention, Aboriginal policing and effective corrections. This is achieved by developing, funding and evaluating crime reduction and crime prevention strategies and programs, facilitating the negotiation and implementation of agreements with provinces and First Nations for policing services in First Nations communities, and developing evidence-based corrections policy to support the safe custody and reintegration of offenders.
In fiscal year 2006-07, Public Safety Canada was successful in developing and disseminating knowledge on crime prevention, supporting provincial and municipal efforts to address gang-related problems, directing a portion of crime prevention funds to youth at risk of coming into conflict with the law, increasing access to policing services for First Nations communities, and developing knowledge, policies and strategies that have improved Canada’s corrections system.
Performance Highlights |
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Management priorities played a key role—within the Department and across the Portfolio—in the advancement of Emergency Management and National Security, Policing and Law Enforcement, and Community Safety and Partnerships. As such, these priorities focused on Departmental and Portfolio leadership and enhanced measures for improved accountability and stewardship. Through these priorities, the Department implemented and improved its management practices, strengthened its outreach capacity, and further focused on its management and policy agenda, all in keeping with the Department’s strategic outcome.
Key areas of focus:
Public Safety Canada contributes to Government of Canada priorities, as reported annually in Canada’s Performance Report. The Department’s strategic outcome of enhancing the public safety, security and emergency preparedness of Canadians in an open society is directly linked to the government-wide outcome of promoting safe and secure communities. The Department also contributes to a safe and secure world though international cooperation and to a strong and mutually beneficial North American Partnership through the Security and Prosperity Partnership.
The Department has a single strategic outcome and three program activities. This section of the Departmental Performance Report (DPR) provides detailed performance information on each program activity, reporting on the key areas of focus and major activities.
Enhancing public safety, security and emergency preparedness of Canadians in an open society. |
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Program Activity |
Priorities |
Expected Results |
Page |
Emergency Management and National Security |
Protecting the security of Canada and Canadians |
Policies and programs that ensure appropriate and measured responses to protect the security of Canada and Canadians |
22 |
Policing, Law Enforcement and Interoperability |
Fighting serious and organized crime |
Enhanced capabilities to combat serious and organized crime |
32 |
Community Safety and Partnerships |
Enhancing community safety and security |
Public confidence that the Government of Canada’s public safety and security regime is responsive, robust and decisive in a national crisis and accommodating in a time of peace |
40 |
From natural disasters such as earthquakes and floods, to human-induced emergencies such as industrial accidents or terrorist attacks, Canadians live in an increasingly complex threat environment. Although most emergencies in Canada are managed at the local level, factors such as increased urbanization, critical infrastructure interdependencies, international terrorist groups, severe weather events, and the steady flow of people and trade across borders increase the likelihood that catastrophes in Canada transcend geographic and jurisdictional boundaries. Accordingly, all levels of government have an obligation to their citizens to analyze risks, prevent or mitigate where possible, and continuously improve their ability to work together to prepare for, respond to, and recover from the consequences of disasters.
The Department is developing an integrated all-hazards national emergency management system to address the challenges of the current risk environment. The goal of these activities is to save lives, preserve the environment and protect property and the economy. The Department is focusing on strategic investments, policies and programs, and legislative/regulatory initiatives to encourage a balanced approach.
2006–2007 Financial Resources (in millions) |
||
Planned spending |
Total authorities |
Actual spending |
$267,013 |
$244,782 |
$108,918 |
2006–2007 Human Resources |
|
Planned |
Actuals |
575 FTEs |
420 FTEs |
There were four strategic areas of focus related to emergency management and national security in 2006-2007:
Building a stronger emergency management foundation |
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To safeguard its social and economic framework, Canada needs a comprehensive emergency management foundation comprised of legal and policy measures that ensure coordinated readiness and response. Progress in Canada’s system of emergency management, government machinery changes and lessons learned over the last 20 years highlighted the importance of updating Canada’s emergency management legislation, particularly the Emergency Preparedness Act (1988). Bill C-12, the Emergency Management Act, was introduced in Parliament in 2006-07 and came into force on August 3, 2007. The Act repeals and replaces the Emergency Preparedness Act. This new legislation provides the necessary authorities for the Government of Canada to address not only the challenges of its own preparedness and a coordinated federal response, but also the requirement for collaboration with other jurisdictions and key stakeholders, and the protection of sensitive critical infrastructure and emergency management information. |
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Activity |
Expected results and timelines |
Progress / Outcomes / Results reported |
Updating of Canada’s emergency management legislation, particularly the Emergency Preparedness Act (1988) |
Improved preparedness and response of federal government in times of emergency |
|
Development of a national emergency response system |
Increased capability to protect lives and prevent economic losses in the event of a disaster |
|
Development of a cross-sectoral, multi-jurisdictional approach to pandemic influenza planning |
Coordinated national pandemic influenza preparedness strategy |
|
Administration of changes to the Disaster Financial Assistance Arrangements (DFAA) |
Implementation of proposed changes to the DFAA to support provinces and territories following natural disasters – by end of 2007-2008 |
|
Implementation of revised terms and conditions for the Joint Emergency Preparedness Program (JEPP) |
Revision of the JEPP terms and conditions to allow for support of operating and maintenance expenditures for heavy urban search and rescue teams – by end of 2007-2008 |
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Establishing effective emergency management machinery |
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The establishment and maintenance of effective emergency machinery to provide the basis for coordinated federal emergency response is a public safety priority. Public Safety Canada advanced the following three initiatives to guide the development, implementation and measurement of this commitment. |
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Activity |
Expected results and timelines |
Progress / Outcomes / Results reported |
Provided around the clock coordination, support and leadership during emergencies of national importance |
Improved preparedness and coordinated response of federal government in times of emergency |
|
|
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Monitoring of cyber threat environment, and issuing warnings and information on potential, imminent, or actual threats, vulnerabilities or incidents affecting Canada’s critical infrastructure |
National critical infrastructure less vulnerable to cyber attacks |
|
Assuring a strong national security framework |
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The threat of terrorist attacks on Western targets persists, and in June of 2006, this threat was demonstrated in the Greater Toronto Area when 17 individuals were arrested and charged with terrorism-related offences under the Criminal Code. The Government of Canada has a duty to its citizens to be aware of the risk environment, to take appropriate measures to prevent attacks wherever possible, and to be prepared to respond to the consequences, if needed. Canada’s approach to national security must be strategic and proactive, while embracing the values of democracy, human rights, respect for the rule of law and pluralism. Work continued in 2006-2007, to ensure that the existing framework is adequate to safeguard against threats to national security, and to propose changes where required. |
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Activity |
Expected results and timelines |
Progress / Outcomes / Results reported |
Review of the Criminal Code list of terrorist entities |
Limit participation in, and funding of, terrorist groups by residents of Canada |
|
Modernization of the legislative framework to maintain law enforcement and national security agencies’ ability to lawfully investigate criminal and terrorist acts perpetrated through the illicit use of new technologies |
The ongoing effectiveness of investigations and intelligence gathering efforts of law enforcement and national security agencies |
|
Coordination and collaboration with agencies and departments on issues concerning national security and the intelligence community |
Ensure the legal foundation for counterterrorism and national security efforts continues to be appropriate and effective |
|
Support the Parliamentary review of the Anti-Terrorism Act |
Ensure the existing framework for coordinated action is adequate to safeguard against threats to national security, and propose changes where required |
|
Participate in government inquiries and commissions (i.e. Air India, O’Connor) concerning national security matters |
Represent departmental position on issues involving statutory responsibilities of the Minister and Public Safety Canada agencies to effectively contribute to the mandate of these reviews |
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Cyber security |
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The development and implementation of a comprehensive approach to protecting Canada’s critical infrastructure (CI) is a priority. CI sectors include everything from banking and financial services, the generation and distribution of energy, communications and information technology infrastructure, transportation, government services, to infrastructure that maintains the safety of our food and water. These critical sectors are heavily dependent on automated systems and interconnected networks. Moreover, the interconnectedness of, and our dependence on, information and communications technology infrastructure is of critical importance to emergency management programs and activities. As Canada’s communications and information technology networks are vulnerable to deliberate cyber attacks and unintentional disruptions, cyber security must be an integral component of maintaining the integrity of Canada’s critical infrastructure. The Secretariat supporting the establishment of a Cyber Security Task Force (CSTF) was developed in the spring of 2006. In the Fall of 2006, a new approach was adopted and the Task Force was replaced by the Cyber Security Strategy Secretariat. The Secretariat will make recommendations on a cyber security strategy for Canada and an action plan that will contribute to protecting the security of Canada and Canadians. |
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Activity |
Expected results and timelines |
Progress / Outcomes / Results reported |
Selection of Task Force including the Chair and establishment of a secretariat to support the Task Force |
A Task Force with cross-sectoral reach and representation, composed of members of both the private and public sectors |
|
Initiation and completion of two major studies to determine key information regarding Canadian critical infrastructure, as it pertains to cyber security |
Increase in knowledge throughout the critical infrastructure (CI) sectors of the cyber security risks they face |
To determine the overall state of Canada’s cyber security posture, two national studies were conducted:
The studies were extended into fiscal year 07-08 to improve the reliability of expected findings and were completed in July 2007. |
Combined, these studies will provide insight into the management and control of cyber security risks, identify CI interdependencies across sectors, and recommend mitigative measures and identify their costs |
Increase in awareness through the CI sector of the mitigation strategies that can be adopted to address cyber security risks |
|
Policing, Law Enforcement and Interoperability |
|
Priority |
Fighting serious and organized crime |
Expected result |
Enhanced capabilities to combat serious and organized crime. |
An integrated and enhanced approach to public safety requires not only the timely provision of appropriate policy advice, but also the sharing of information among all those with a mandate to ensure safe communities. Accordingly, the Department has combined its policy capacity on law enforcement and border strategy issues with its efforts to integrate critical public safety information across relevant jurisdictions and among key public agencies. This approach enables the Minister to exercise national leadership on key law enforcement issues and facilitates information sharing to promote public safety objectives.
Within a dynamic operating environment, the Department continued to oversee the implementation of the National Agenda to Combat Organized Crime, worked with Portfolio agencies and federal partners to identify law enforcement limitations and enhance illicit drug-related enforcement capacity, developed a national strategy to address counterfeit currency, and undertook efforts to position Canada to become a party to the United Nations Convention Against Corruption.
The Department also successfully took measures to bolster transportation security and strengthen border integrity by coordinating and developing policy approaches with Portfolio agencies and a broad range of other federal departments. It coordinated the 9th Canada-United States Cross-Border Crime Forum, and managed and developed the law enforcement cooperation components of the Security and Prosperity Partnership of North America (SPP), which focus on the disruption of organized crime and terrorist networks. The Department led and coordinated Portfolio security policy that supported immigration initiatives aimed at mitigating identified risks, developed new strategies, programs and policies to combat cross-border crime and secured funding for the establishment of integrated security strategies to address rail and urban transportation related threats.
As part of its comprehensive national strategy to combat gun violence, the Firearms Program was transferred to the Royal Canadian Mounted Police. The Department also consulted Canadians on measures to improve the Firearms Program, supported the Government’s introduction of Bill C-21 to repeal the requirement to register non-restricted firearms, and secured $14 million to enhance screening of license applicants. To address priority criminal cases, such as organized crime, the Government provided $161 million over two years to increase personnel and restore the integrity of the RCMP Federal Program. $37 million over two years was also provided for the RCMP to increase its training capacity. In addition, the Government approved the creation of a new International Police Peacekeeping and Peace Operations Program and associated funding within the RCMP to support Canada’s foreign policy. These efforts were complemented by the Government’s adoption of a Protocol on Foreign Criminal Investigators in Canada that regulates the entry into Canada and approval of foreign criminal investigators wishing to pursue criminal investigations in this country.
The Department also led the development and ratification of an agreement between the Government of Canada and the Province of British Columbia to share the security costs for the 2010 Olympic and Paralympic Winter Games.
2006–2007 Financial Resources (in millions) |
||
Planned spending |
Total authorities |
Actual spending |
$38,717 |
$35,030 |
$33,615 |
2006–2007 Human Resources |
|
Planned |
Actuals |
148 FTEs |
145 FTEs |
Key areas of focus:
Law enforcement and border strategies |
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The Department’s role in the area of law enforcement and border strategies is to provide leadership and strategic policy advice with respect to border security (e.g., marine and transportation security issues) and national law enforcement issues/initiatives (e.g., a national drug strategy). Major initiatives undertaken in fiscal year 2006-2007, included:
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Activity |
Expected results and timelines |
Progress / Outcomes / Results reported |
Portfolio policy development and coordination on border policy issues including the Security and Prosperity Partnership (SPP) of North America, marine security, customs, immigration and trade |
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Coordination of policy development, planning and governance support for the National DNA Data Bank and broader DNA policy issues |
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Policy development/ coordination and information sharing with key government, police and prosecutorial stakeholders involved in the fight against serious and organized crime |
Enhancement and/or creation of key strategies to combat serious and organized crime – including coordination of, and policy support for, the National Coordinating Committee to Combat Organized Crime (NCC) |
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Policing policy |
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The Department’s role in the area of policing policy is to provide strategic independent advice on a variety of policy and management issues of relevance to the RCMP and to support the Minister in his responsibility and accountability for the RCMP. This also includes a strategic focus on international policing, firearms and operational policing policy. Major initiatives undertaken in fiscal year 2006-2007, include:
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Activity |
Expected results and timelines |
Progress / Outcomes / Results reported |
Support for the Investments to Combat the Criminal Use of Firearms (ICCUF) Initiative, which focuses on improving the national collection, analysis and sharing of firearms-related intelligence |
Enhanced criminal intelligence capacity of the RCMP and CBSA for improved criminal investigations, and strategic national assessments of the illegal movement of firearms |
|
Restoring the effectiveness of RCMP Federal Policing by addressing resource shortfalls and expanding and refurbishing the RCMP Training Academy, to meet increasing demands for RCMP officers |
Resolve current resource and capacity gaps, enable the RCMP to keep pace with federal statute requirements and allow better targeting of emerging priorities, such as technologically sophisticated crimes and new crime organizations |
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Implementation of effective Canadian Police Arrangement Management Framework, in collaboration with Foreign Affairs and Canadian International Development Agency, to guide and support RCMP involvement in international police peacekeeping missions |
Effective management of Canada’s police peacekeeping efforts |
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Public safety interoperability |
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Interoperability is an environment where people, procedures, policies and systems work in a collaborative fashion to share information. This ensures that government organizations can and do share critical information with the right people at the right time, strengthening the ability of these organizations to address threats to the safety and security of Canadians. The Department developed a framework for enhanced information sharing, including a long-term vision and strategic design to enable a fully coordinated approach to public safety while respecting the privacy of Canadians and the principle of accountability. This work builds on the accomplishments of the Integrated Justice Information initiative, which advanced the delivery of the Canada Public Safety Information Network to improve information sharing among criminal justice and law enforcement agencies. |
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Activity |
Expected results and timelines |
Progress / Outcomes / Results reported |
Developing a strategic framework for public safety interoperability, including:
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An interoperable information-sharing environment across government addressing issues in the following domains:
This environment will yield an increased ability to fight crime and threats to national security and public health and safety and information sharing for public safety and security across government. |
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Creating a centre of excellence for biometrics across the public safety sector |
Coordination on biometrics standards, best practices, and domestic/ international policy integration |
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Completing a feasibility study on the implementation of an automated air passenger assessment system |
Provision of recommendations for the implementation of an efficient and effective air passenger assessment system to assess threats to aviation transportation and national security |
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The work of public safety and security agencies rests on the support and confidence of all Canadians and is intimately tied to issues of accountability, transparency and public trust. That trust cannot be assumed or taken for granted.
In recent years, Public Safety Canada has sought to integrate various areas of community safety, namely crime prevention, based on community projects to address local factors of crime; Aboriginal policing in First Nations communities across Canada; and corrections policy and research to ensure the safe reintegration of offenders in the community. This approach has supported sustainable partnerships between government and communities for greater public safety, tailored to the reality and needs of each community.
Departmental priorities in this area are based on government direction and community needs. Activities are managed in partnership with provinces, territories, municipalities, First Nations and non-governmental organizations involved in public safety. Priorities are further defined by crime trends, known crime risk factors and knowledge of crime prevention, Aboriginal policing and effective practices in corrections.
To achieve the expected result, the Department has been successful in developing and disseminating knowledge on crime prevention; supporting provincial and municipal efforts to address gang-related problems; directing a portion of crime prevention funds to children and youth at risk of coming into conflict with the law; increasing access to policing services for First Nations communities; and developing knowledge and strategies that have improved Canada’s corrections system.
2006–2007 Financial Resources (in millions) |
||
Planned spending |
Total authorities |
Actual spending |
$192,375 |
$187,719 |
$157,920 |
2006–2007 Human Resources |
|
Planned |
Actuals |
276 FTEs |
260 FTEs |
Key areas of focus:
1. The National Crime Prevention Centre;
2. First Nations policing policy; and
3. Effective corrections.
The National Crime Prevention Centre |
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The National Crime Prevention Strategy (NCPS) provides a policy framework for the implementation of crime prevention interventions in Canada. The National Crime Prevention Centre (NCPC) within Public Safety Canada administers the strategy, and it is jointly managed with provinces and territories. The NCPC provides national leadership on effective and cost-efficient ways to prevent and reduce crime by addressing known risk factors in high-risk populations and places. In doing so, the NCPC concentrates on two core activities supporting targeted interventions; and building and sharing practical knowledge. In 2006/07, the NCPC supported 189 new crime prevention initiatives – for a total amount of $23.95 million – in communities across Canada. In addition, a new funding program was created to assist communities that are experiencing youth gang problems. The Youth Gang Prevention Fund provides time-limited funding for anti-gang initiatives in communities where youth gangs are an existing or emerging threat. It supports the development and implementation of tailored interventions aimed at youth who are in gangs or at risk of joining gangs. |
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Activity |
Expected results and timelines |
Progress / Outcomes / Results reported |
Carefully evaluating the success of projects in reducing crime in particular communities |
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Supporting provincial and municipal efforts to address gang-related problems |
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Directing a portion of crime prevention funds to children and youth at high risk of coming into conflict with the law, in areas of high youth crime |
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Supporting initiatives that strengthen and increase the capacity of communities to fight and reduce local crime and victimization |
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Directing a portion of crime prevention funds to fighting the problem of drug-related crime |
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Facilitating the engagement of all players in the development of comprehensive and integrated approaches to crime reduction, with a particular emphasis on communities with high crime rates |
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The review of grants and contributions and of the NCPC’s strategic direction in 2006-07 resulted in a reduction of crime prevention projects funded in 2006-07 as compared to 2005-06.
In June 2007, the Minister of Public Safety announced new directions for the NCPC to: increase integration with the activities of other programs and services; build on the knowledge of known risk and proactive factors and use evidence-based practices; focus on specific priorities; and obtain measurable results.
First Nations policing policy |
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Public Safety Canada works with Aboriginal communities, provincial/territorial governments and other law enforcement partners to implement the First Nations Policing Policy (FNPP). The Policy was developed in 1991 to provide Aboriginal communities with increased, on-site, culturally relevant policing. Under FNPP, Public Safety Canada negotiates, implements, administers and monitors tripartite agreements for First Nations policing services. The First Nations policing services are cost-shared 52% by Canada and 48% by the province/territory. |
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Activity |
Expected results and timelines |
Progress / Outcomes / Results reported |
Enhance public stability in First Nations communities by negotiating culturally appropriate First Nations policing agreements |
Increased access to culturally appropriate police services for First Nations communities |
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Review and consideration of specific policing options for the territories with partners |
Develop models for policing and public safety in the Territories |
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Develop with partners, a vision to achieve sustainability for First Nations Policing Policy |
Modernized First Nations Policing Policy that responds to current demographic, environmental, and political realities with respect to First Nations policing and community needs |
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Conduct research and policy reviews of Aboriginal public safety options and service delivery alternatives |
Development of policy decisions and public safety interventions based on community needs, improved accountability and balanced funding arrangements |
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Incorporate indicators of community stability and well-being into overall performance measurement strategy |
Improved performance indicators reflecting broader community context, resulting in informed policy decisions and resource allocations driven by risk and need |
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Strengthen professional capacity of Aboriginal policing service providers |
Improved management capacity and enhanced service delivery of professional, effective and culturally appropriate policing |
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Effective corrections |
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Public Safety Canada improves public safety through effective corrections by enhancing strategies to support the safe custody and reintegration of offenders through policy advice and proposals for legislative reform. These include strategies focused on high-risk offenders, and on Aboriginal offenders and their communities, as well as innovative restorative justice approaches. In 2006/07, Public Safety Canada developed and supported several corrections policies and legislation that improved Canada’s corrections system, as well as developed and disseminated knowledge on effectiveness of correctional measures to inform evidence-based corrections policy. Continued efforts were made to address the over-representation of Aboriginal Canadians in the criminal justice system through coordination and support to community healing projects. Furthermore, the Department contributed to the unfolding of several consultations and conferences in the area of corrections and criminal justice, such as the Annual Corrections Roundtable, and the “What Works” conference on successful community reintegration of high-risk offenders. |
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Activity |
Expected results and timelines |
Progress / Outcomes / Results reported |
Support research, evaluation and policy development that strengthen effective corrections and promote successful reintegration of offenders who are eligible for return to the community |
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Develop, implement, review and evaluate measures targeting high-risk offenders |
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Address over-representation of Aboriginal Canadians in the criminal justice system through the development of culturally relevant healing models of justice and corrections in Aboriginal communities |
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This section provides detailed performance information on the Department’s management priorities. Resources associated with management priorities are integrated into the planned spending for the three program activities discussed in this report.
To support the delivery of its three program priorities, the Department identified the following key areas of focus:
2. Improved accountability and stewardship through: |
||
b) Development of a strategic planning and performance measurement capacity |
||
Effective strategic planning and performance measurement is key to demonstrating sound stewardship and accountability for the resources provided to the Department to fulfill its mandate. A Strategic Planning and Performance Measurement Framework will be developed in consultation with Portfolio agencies to establish a consistent and comprehensive approach to the establishment, monitoring and reporting of performance against strategic priorities. Efforts to establish this framework included: |
||
Activities |
Expected results and timelines |
Progress / Outcomes / Results reported |
Establishing and communicating common priorities and performance measures; |
More effective planning and reporting tools to support increased transparency and accountability with regard to the use of resources allocated to the Department’s key activities. |
|
Meeting the requirements of the Treasury Board’s Management Resources and Results Structure Policy; and |
|
|
Assessing the program activity architecture against which the Department receives its funding to ensure planned resource allocations are linked to the key activities and outcomes expected. |
|
2. Improved accountability and stewardship through |
||
c) Development of an Information Management/Information Technology Strategic Plan |
||
The development of an IM/IT Strategic Plan is the roadmap for the design and delivery of IM/IT services to the Department. The Plan provides a mechanism whereby IM/IT policies are tracked, updated and disseminated and compliance with government-wide standards, such as the Management of IT Security (MITS) requirements is measured. The existence of the IM/IT Strategic Plan is considered one of the strengths of the Management Accountability Framework (MAF) Stewardship evaluation and it will guide the future development of a strategy for valuing IT assets. An IM/IT Advisory Committee (Director General-level) has been established that will provide the governance framework for IM/IT strategic decision-making within PS. The Committee addressed the following priorities: |
||
Plans |
Expected results and timelines |
Progress / Outcomes / Results reported |
Streamline IT procurement and life cycle management within Public Safety Canada; |
Effective management and resourcing of IM/IT-enabled projects through a governance structure that includes program and regional representation and sets priorities for IM/IT investments. The department will develop and implement key Government of Canada policies, such as the Management of Government Information (MGI) and Management of IT Security (MITS) |
|
Update the IT Security Policy and work towards compliance with the MITS standard; and |
|
|
Implement the revised TBS Management of Government Information (MGI) policy. |
|
2. Improved accountability and stewardship through: |
||
d) Development of an integrated risk management framework |
||
Risk management is an essential ingredient of public sector operation and corporate governance. As such, it should be integrated into all strategic and business planning, policy development, program management and decision-making, as well as monitoring and reporting activities. While risks cannot be prevented or avoided completely, they can be mitigated through the implementation of a well-developed integrated risk management strategy. Over the three-year planning period, an integrated risk management framework was initiated in order to set out a consistent and comprehensive approach to risk management that is integrated with departmental planning, decision-making, monitoring and reporting activities |
||
Activity |
Expected results and timelines |
Progress / Outcomes / Results reported |
Establish a common risk language department-wide; |
Risks are identified, analyzed, prioritized and communicated to ensure that informed decisions are made, and resources are appropriately targeted and optimized to manage risks and achieve desired outcomes |
|
Ensure that all significant decisions are supported by systematic, integrated and continuous risk assessments which are annually documented in a Corporate Risk Profile that is communicated throughout the Department to foster an open dialogue on risks; and |
|
|
Promote an environment in which employees can be innovative while applying due diligence in protecting the public interest and maintaining the public trust. |
|
Comparison of Planned to Actual Spending |
2004–2005 |
2005–2006 |
2006–2007 |
|||
Actual |
Actual |
Main Estimates |
Planned |
Total Authorities |
Actual |
|
Emergency Management and National Security |
154,300 |
184,872 |
234,981 |
267,013 |
244,782 |
108,918 |
Policing and Law Enforcement |
43,500 |
44,601 |
38,289 |
38,717 |
35,030 |
33,615 |
Community Safety and Partnerships |
167,500 |
140,249 |
184,822 |
192,375 |
187,719 |
157,920 |
Total |
365,300 |
369,722 |
458,092 |
498,105 |
467,531 |
300,453 |
Plus: Cost of services received without charge |
11,900 |
12,900 |
N/A |
12,955 |
N/A |
13,514 |
Total Departmental Spending |
377,200 |
382,622 |
458,092 |
511,060 |
467,531 |
313,967 |
|
|
|
|
|
|
|
Full-time Equivalents |
808 |
810 |
N/A |
999 |
870 |
825 |
The variance between the Main Estimates ($458M) and the Planned Spending ($498M) is mainly due to the funds approved from the fiscal framework for the departmental Core Emergency Management Capacity ($31M) and the creation of the Youth Gang Fund ($7.5M). Only a portion of the funding for these two initiatives was requested in the 2006-2007 Supplementary Estimates, which explains the variance between the planned spending and the total authorities.
Actual spending ($300.4M) is lower than the authorities by $167M due to the Disaster Financial Assistance Arrangement (DFAA) program ($128M), the review of grants and contributions of the National Crime Prevention Centre and of its strategic direction ($27M), and a lapse in the Department’s Operating Budget ($7M).
The decrease in the actual spending trend ($69M between 2005-2006 and 2006-2007) is also due to reduced claims under the Disaster Financial Assistant Arrangements contribution program and the reduction in transfer payments in support of the Safer Communities Initiative, which are offset by higher payments in 2006-2007 to RCMP for the First Nations Policing Program.
2006-2007 Resources by Program Activity (in millions) |
||||
Program Activity |
Operating |
Grants |
Contributions |
Total |
|
|
|
|
|
Emergency Management and National Security |
||||
Main Estimates |
64,979 |
654 |
169,348 |
234,981 |
Planned Spending |
97,011 |
654 |
169,348 |
267,013 |
Total Authorities |
72,434 |
654 |
171,694 |
244,782 |
Actual Spending |
66,544 |
590 |
41,783 |
108,917 |
|
|
|
|
|
Policing and Law Enforcement |
||||
Main Estimates |
37,314 |
|
975 |
38,289 |
Planned Spending |
37,742 |
|
975 |
38,717 |
Total Authorities |
32,970 |
|
2,060 |
35,030 |
Actual Spending |
31,682 |
|
1,932 |
33,614 |
|
|
|
|
|
Community Safety and Partnerships |
||||
Main Estimates |
57,126 |
21,256 |
112,572 |
190,954 |
Planned Spending |
58,547 |
21,256 |
112,572 |
192,375 |
Total Authorities |
70,447 |
21,256 |
96,016 |
187,719 |
Actual Spending |
70,283 |
5,988 |
81,649 |
157,920 |
|
|
|
|
|
Total |
||||
Main Estimates |
159,419 |
21,910 |
282,895 |
464,224 |
Planned Spending |
193,300 |
21,910 |
282,895 |
498,105 |
Total Authorities |
175,851 |
21,910 |
269,770 |
467,531 |
Actual Spending |
168,509 |
6,579 |
125,365 |
300,451 |
2006-2007 Voted and Statutory Items (in millions) |
|||||
Vote or Statutory Item |
Vote or Statutory Wording |
Main Estimates |
Planned Spending |
Total Authorities |
Total Actuals |
Vote 1 |
Operating expenditures |
147,890 |
181,771 |
165,546 |
158,205 |
Vote 5 |
Grants and contributions |
298,673 |
304,805 |
291,680 |
131,944 |
Statutory |
Minister of PS - Salary and motor car allowance |
73 |
73 |
76 |
76 |
Statutory |
Contributions to employee benefit plans |
11,456 |
11,456 |
10,229 |
10,229 |
|
Total |
458,092 |
498,105 |
467,531 |
300,453 |
Vote 1 – Operating expenditures
It was expected that the Planned Spending in Vote 1 would increase by $34M from the Main Estimates mainly as a result of the funds identified in the fiscal framework to further the Core Emergency Management Capacity of the department ($32M). Due to the late approval of these funds only a portion ($10M) was requested in Public Safety Authority and an even lesser amount ($7M) was
spent.
Vote 5 – Grants and contributions
The variance ($160M) between the authorities to actual spending is mainly due to the reduced number of claims received under the DFAA contribution program and the review of grants and contributions of the NCPC and of its strategic directions.
Services Received Without Charge |
2006–2007 Actual Spending (in millions) |
Accommodation provided by Public Works and Government Services Canada |
7,680 |
Contributions covering the employer’s share of employees’ insurance premiums and expenditures paid by the Treasury Board of Canada Secretariat (excluding revolving funds) |
4,907 |
Worker’s compensation coverage provided by Human Resources and social Development Canada |
8 |
Salary and associated expenditures of legal services provided by the Department of Justice Canada |
918 |
Total 2006–07 Services received without charge |
13,513 |
2006-2007 Resource Requirements by Branch (in millions) |
||||
|
Emergency Management and National Security |
Policing, Law Enforcement and Interoperability |
Community Safety and Partnerships |
Total |
|
|
|
|
|
Emergency Management and National Security |
||||
Planned Spending |
245,272 |
|
|
245,272 |
Actual Spending |
80,254 |
|
|
80,254 |
IG-CSIS |
|
|
|
|
Planned Spending |
1,040 |
|
|
1,040 |
Actual Spending |
1,206 |
|
|
1,206 |
|
|
|
|
|
Policing and Law Enforcement |
||||
Planned Spending |
|
31,537 |
|
31,537 |
Actual Spending |
|
25,378 |
|
25,378 |
|
||||
Community Safety and Partnerships |
||||
Planned Spending |
|
|
177,185 |
177,185 |
Actual Spending |
|
|
138,700 |
138,700 |
|
|
|
|
|
Corporate Management |
||||
Planned Spending |
9,844 |
3,555 |
7,317 |
20,716 |
Actual Spending |
16,646 |
4,994 |
11,652 |
33,292 |
|
|
|
|
|
Strategic Policy |
||||
Planned Spending |
4,754 |
1,908 |
3,857 |
10,519 |
Actual Spending |
4,006 |
1,202 |
2,804 |
8,012 |
|
|
|
|
|
Communications |
||||
Planned Spending |
4,234 |
1,155 |
2,708 |
8,097 |
Actual Spending |
4,892 |
1,468 |
3,425 |
9,785 |
|
|
|
|
|
Executive |
||||
Planned Spending |
1,869 |
562 |
1,308 |
3,739 |
Actual Spending |
1,913 |
574 |
1,339 |
3,826 |
|
|
|
|
|
Total Planned Spending |
267,013 |
38,717 |
192,375 |
498,105 |
Total Actual Spending |
108,918 |
33,615 |
157,920 |
300,453 |
The Emergency Management and National Security Branch decrease of $165 million between planned and actual spending is mostly due to the capacity of the Department to spend the money earmarked for the Core Emergency Management Capacity initiatives in a very short period of time and the Disaster Financial Assistance Arrangements (DFAA) program for which the amount of claims received was less than expected.
Under the Community Safety and Partnerships Branch, the $40 million decrease between planned and actual spending is largely due to the review of grants and contributions of the NCPC and of its strategic direction.
The Corporate Management increase of $13M between planned and actual spending is mainly due to the funds approved under the Core Emergency Management Capacity Initiative for Corporate support services and other departmental priority initiatives, such as the cost of relocating the Department’s Headquarters, for which funds were reallocated internally.
A. External Fee |
Service Standard |
Performance Result |
Stakeholder Consultation |
Fees charged for the processing of access requests filed under the Access to Information Act (ATIA) |
Response provided within 30 days following receipt of request; the response time may be extended pursuant to section 9 of the ATIA. Notice of extension to be sent within 30 days after receipt of request. |
62 per cent of the requests were processed within the 30 day legislated time limit |
The service standard is established by the Access to Information Act and the Access to Information Regulations. Consultations with stakeholders were undertaken by the Department of Justice and the Treasury Board Secretariat for amendments done in 1986 and 1992. |
|
($ 000s) |
Actual Spending 2004-2005 |
Actual Spending 2005-2006 |
Planned Spending |
Total Authorities 2006-2007 |
Actual Spending 2006-2007 |
Variance (planned spending vs. actual) |
|
|
|
|
|
|
|
|
|
Grants |
|||||||
Emergency Management and National Security |
|||||||
|
Joint infrastructure interdependencies research program |
500 |
500 |
500 |
500 |
494 |
6 |
|
Public Safety and Emergency Preparedness research fellowship program |
54 |
144 |
154 |
154 |
96 |
58 |
|
Sub-total |
554 |
644 |
654 |
654 |
591 |
64 |
|
|
|
|
|
|
|
|
Community Safety and Partnership |
|||||||
|
John Howard Society |
510 |
510 |
510 |
510 |
510 |
- |
|
Canadian Association of Elizabeth Fry societies |
452 |
452 |
452 |
452 |
452 |
- |
|
Other national voluntary organizations activities in the criminal justice sector |
835 |
835 |
835 |
835 |
788 |
47 |
|
Grants in support of the Safer Communities Initiative |
35,344 |
18,825 |
19,460 |
19,460 |
4,239 |
15,221 |
|
Sub-total |
37,140 |
20,621 |
21.256 |
21,256 |
5,989 |
15,268 |
|
|
|
|
|
|
|
|
|
Total Grants |
37,694 |
21,266 |
21,910 |
21,910 |
6,579 |
15,331 |
|
|
|
|
|
|
|
|
Contributions |
|||||||
Emergency Management and National Security |
|||||||
|
Payments to the provinces, territories, public and private bodies in support of activities complementary to those of the Minister |
194 |
185 |
652 |
877 |
263 |
389 |
|
Contribution to provinces and municipalities Pursuant to Emergency Preparedness Act |
7,725 |
8,342 |
8,471 |
8,471 |
8,149 |
322 |
|
Support for the construction of memorials to the victims of Air India Bombing |
|
|
|
350 |
300 |
(300) |
|
Financial assistance to the provinces of Quebec and Ontario for the repatriation of Canadians from Lebanon |
|
|
|
1,996 |
1,392 |
(1,392) |
|
Contribution to provinces of Assistance Related to Natural Disasters |
100,057 |
125,348 |
160,000 |
160,000 |
31,679 |
128,321 |
|
Sub-total |
107,977 |
133,875 |
169,123 |
171,694 |
41,783 |
127,340 |
|
|
|
|
|
|
|
|
Policing, Law Enforcement and Interoperability |
|||||||
|
Payments to the provinces, territories, public and private bodies in support of activities complementary to those of the Minister |
2,217 |
2,043 |
975 |
1,110 |
982 |
(7) |
|
Payments to the provinces, territories, municipalities Indian band council and recognized authorities representing Indian communities for the First Nations Policing Program. |
|
|
951 |
950 |
950 |
1 |
|
Sub-total |
2,217 |
2,043 |
1,926 |
2,060 |
1,932 |
(6) |
|
|
|
|
|
|
|
|
Community Safety and Partnerships |
|||||||
|
Payments to the provinces, territories, municipalities Indian band council and recognized authorities representing Indian communities for the First Nations Policing Program. |
62,883 |
67,007 |
77,006 |
68,632 |
65,097 |
11,909 |
|
Contributions in support of the safer Communities Initiative |
9,832 |
11,530 |
27,983 |
23,625 |
15,804 |
12,179 |
|
Funding for the prevention of youth involvement in gangs |
|
|
6.132 |
2,832 |
|
6,132 |
|
Payments to the provinces, territories, public and private bodies in support of activities complementary to those of the Minister |
387 |
922 |
725 |
927 |
749 |
(24) |
|
Sub-total |
73,103 |
79,459 |
111,846 |
96,016 |
81,649 |
30,196 |
|
|
|
|
|
|
|
|
|
Total contributions |
183,296 |
215,377 |
282,895 |
269,770 |
125,365 |
157,530 |
|
|
|
|
|
|
|
|
Total grants and contributions |
220,991 |
236,642 |
304,805 |
291,680 |
131,944 |
172,861 |
The variance of $172.9M between Planned and Actual Spending in the Transfer Payments Programs is mainly due to:
Note: further information on these transfer payment programs can be found at http://www.tbs-sct.gc.ca/est-pre/estime.asp
Public Safety Canada |
In the Report on Plans and Priorities for 2006-2007, the Department committed to assessing the previous 2003-2006 Sustainable Development Strategy (SDS) and developing a new three year Strategy. The new SDS will incorporate lessons learned from the previous period’s sustainable development strategy and focus on the Department’s capacity to incorporate sustainable development into its programs and activities. A commitment to developing an integrated approach to planning and decision-making, sensitive to sustainable development goals and results, was a key element of the Department’s plans. A new Sustainable Development Strategy (SDS) was developed for the Department and covers the period of 2007-2009, thus aligning the Department to the same three year planning cycle as other departments. The Strategy includes a broader focus on activities that strengthen PS’s role in supporting the sustainability of communities, such as Emergency Management activities, and programs associated with the National Crime Prevention Strategy. For green operations, the Department will continue to focus on training, awareness, waste, and greenhouse gas reduction, and activities where it can achieve the greatest positive environmental impact. Access to department-wide planning and policy governance fora, and the allocation of modest dedicated resources to the implementation of the SDS, will help ensure that challenges in collecting performance data, maintaining on-going communications and focus, and developing useful internal progress reporting, are addressed and support the culture change sought as a longer-term objective. |
|
Statement of Management Responsibility (unaudited) |
||
|
|
||
|
Public Safety and Emergency Preparedness Canada |
||
|
|
||
|
Responsibility for the integrity and objectivity of the accompanying financial statements for the year ended March 31, 2007 and all information contained in these statements rests with departmental management. These financial statements have been prepared by management in accordance with Treasury Board accounting policies which are consistent with Canadian generally accepted accounting principles for the public sector. Management is responsible for the integrity and objectivity of the information in these financial statements. Some of the information in the financial statements is based on management's best estimates and judgment and gives due consideration to materiality. To fulfill its accounting and reporting responsibilities, management maintains a set of accounts that provides a centralized record of the department's financial transactions. Financial information submitted to the Public Accounts of Canada and included in the department's Departmental Performance Report is consistent with these financial statements. Management maintains a system of financial management and internal control designed to provide reasonable assurance that financial information is reliable, that assets are safeguarded and that transactions are in accordance with the Financial Administration Act, are executed in accordance with prescribed regulations, within Parliamentary authorities, and are properly recorded to maintain accountability of Government funds. Management also seeks to ensure the objectivity and integrity of data in its financial statements by careful selection, training and development of qualified staff, by organizational arrangements that provide appropriate divisions of responsibility, and by communication programs aimed at ensuring that regulations, policies, standards and managerial authorities are understood throughout the department. The financial statements of the department have not been audited. |
||
|
|
||
|
|
|
|
|
Suzanne Hurtubise |
|
Elisabeth Nadeau Senior Financial Officer |
|
|
||
|
Date |
|
Date |
|
Statement of Financial Position (unaudited) |
||
|
|
|
|
|
Public Safety and Emergency Preparedness Canada |
||
|
|
|
|
|
As at March 31 |
2007 |
2006 |
|
(in dollars) |
|
|
|
|
|
|
|
Assets |
||
|
Financial assets |
3,302,783 |
3,741,502 |
|
Non-financial
assets |
15,443,604 |
1,676,811 |
|
Total Assets |
18,746,387 |
5,418,313 |
|
|
|
|
|
Liabilities and Equity of Canada |
||
|
Liabilities |
575,525,839 |
559,390,034 |
|
Total Liabilities |
670,463,606 |
642,790,521 |
|
Equity of Canada |
(651,717,219) |
(637,372,208) |
|
TOTAL LIABILITIES AND EQUITY |
18,746,387 |
5,418,313 |
|
There are no contingent liabilities or contractual obligations |
|
|
|
The accompanying notes form an integral part of these financial statements |
|
|
|
Statement of Equity (unaudited) |
||
|
|||
|
Public Safety and Emergency Preparedness Canada |
||
|
|
|
|
|
For the Year ended March 31 |
2007 |
2006 |
|
(in dollars) |
|
|
|
|
|
|
|
Equity of Canada, beginning of year |
(637,372,208) (21,400,929) |
(637,504,641) 27,368,998 12,869,832 |
|
|
(651,717,219) |
(637,372,208) |
|
The accompanying notes form an integral part of these financial statements |
|
|
|
Statement of Operations (unaudited) |
|||||||||||
|
|
|
|
|||||||||
|
Public Safety and Emergency Preparedness Canada |
|||||||||||
|
|
|
|
|||||||||
|
For the Year ended March 31 (in dollars) |
2007 |
2006 |
|||||||||
|
|
Community Safety and Partnerships |
Emergency Management and National Security |
Policing and Law Enforcement |
Total |
Total |
||||||
|
Expenses |
|
|
|
|
See note 11 |
||||||
|
Transfer payments (Note 4)
|
85,112,116
25,177,852 34,122,110 399,896 222,546 |
56,297,523
38,225,865 8,232,740 667,351 450,724 |
1,834,836
14,584,918 (1,118,331) 10,320,928 98,265 |
143,244,475
77,988,635 41,236,519 11,388,175 771,535 |
263,745,048
75,812,987 38,777,964 5,250,561 531,572 |
||||||
|
Total Operating expenses |
69,598,985 |
66,469,404 |
27,596,971 |
163,665,359 |
146,084,536 |
||||||
|
Total Expenses |
154,711,101 |
122,766,927 |
29,431,807 |
306,909,834 |
409,829,584 |
||||||
|
|
|
|
|||||||||
|
Revenues |
|
|
|||||||||
|
Other revenues |
11,777 |
11,777 |
11,777 |
35,332 |
15,534 |
||||||
|
|
|
|
|||||||||
|
Net Cost of Operations |
154,699,324 |
122,755,150 |
29,420,029 |
306,874,502 |
409,814,050 |
||||||
|
|
|
|
|||||||||
|
The expenses related to professional and special services for Policing and Law Enforcement in 2006-07 were $3,807,911; However reductions made to previous years' payables at year-end (PAYE), based on the latest information available, result in the presentation of a negative amount of $1,118,331. The main PAYE reductions are in relation to the 2001-02 Summit of Americas ($3,657,666) and the 2004-05 visit of the President of the United States ($1,024,226). The accompanying notes form an integral part of these financial statements. |
Statement of Cash Flow (unaudited) |
||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
||||
|
Public Safety and Emergency Preparedness Canada |
|||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
||||
|
For the Year ended March 31 |
2006 |
2007 |
|||||||||||||
|
(in dollars) |
|||||||||||||||
|
Operating activities |
|||||||||||||||
|
Net Cost of Operations Non-cash items: Variations in Statement of Financial Position: |
306,874,502
(13,513,023) (771,535)
(438,719) |
409,814,051
(12,869,833) (531,572)
1,377,359 |
|||||||||||||
|
Cash used by operating activities |
264,478,139 |
396,858,686 |
|||||||||||||
|
Capital investment activities |
|
||||||||||||||
|
Acquisitions of tangible capital assets (Note 6) |
14,519,307 |
205,514 |
|||||||||||||
|
Cash used by capital investment activities |
14,538,328 |
217,965 |
|||||||||||||
|
Financing activities |
|
|
|||||||||||||
|
Net cash provided by Government of Canada |
(279,016,467) |
(397,076,651) |
|||||||||||||
|
|
|
||||||||||||||
|
The accompanying notes form an integral part of these financial statements |
|
|
Notes to the Financial Statements (unaudited) |
|
|
|
Public Safety and Emergency Preparedness Canada |
|
|
|
1. Authority and objectives |
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The Department of Public Safety and Emergency Preparedness Canada (PSEPC) was created in 2003 to ensure coordination across all federal departments and agencies responsible for national security and the safety of Canadians. The department operates under the Department of Public Safety and Emergency Preparedness Act (2005, c.10) that received Royal assent on March 23, 2005. PSEPC contributes to the public safety of Canadians through the promotion and maintenance of a just, peaceful and safe society; it has three main core activities: |
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2. Significant accounting policies |
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The financial statements have been prepared in accordance with Treasury Board accounting policies which are consistent with Canadian generally accepted accounting principles for the public sector. Significant accounting policies are as follows: (a) Parliamentary appropriations (b) Net Cash Provided by Government |
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Notes to the Financial Statements (unaudited) |
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Public Safety and Emergency Preparedness Canada |
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2. Significant accounting policies (continued) |
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(c) Change in net position in the Consolidated Revenue Fund (d) Revenues (e) Expenses |
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(f) Employee future benefits |
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Pension benefits: Eligible employees participate in the Public Service Pension Plan, a multiemployer plan administered by the Government of Canada. The department's contributions to the Plan are charged to expenses in the year incurred and represent the total departmental obligation to the Plan. Current legislation does not require the department to make contributions for any actuarial deficiencies of the Plan. |
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Severance benefits: Employees are entitled to severance benefits under labour contracts or conditions of employment. These benefits are accrued as employees render the services necessary to earn them. The obligation relating to the benefits earned by employees is calculated using information derived from the results of the actuarially determined liability for employee severance benefits for the Government as a whole. |
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Notes to the Financial Statements (unaudited) |
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Public Safety and Emergency Preparedness Canada |
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2. Significant accounting policies (continued) |
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(g) Receivables |
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(h) Tangible capital assets Amortization of tangible capital assets is done on a straight-line basis over the estimated useful life of the asset as follows: |
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Asset Class |
Amortization Period |
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Informatics hardware |
4 years |
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(i) Measurement uncertainty |
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Notes to the Financial Statements (unaudited) |
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Public Safety and Emergency Preparedness Canada |
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3. Parliamentary appropriations |
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PSEPC receives its funding through annual Parliamentary appropriations. Items recognized in the statement of operations and the statement of financial position in one year may be funded through Parliamentary appropriations in prior, current or future years. Accordingly, PSEPC has different net results of operations for the year on a government funding basis than on an accrual accounting basis. The differences are reconciled in the following tables: |
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(a) Reconciliation of net cost of operations to current year appropriations used: |
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(in dollars) |
2007 |
2006 |
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Net cost of
operations
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306,874,502
(16,135,805) (1,115,942) (771,535) |
409,814,051
(30,280,864) (1,588,850) (531,572) |
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(20,941,080) |
(40,296,378) |
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Adjustments for items not affecting net cost of operations but affecting
appropriation: |
14,519,307 |
205,514 |
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14,519,307 |
205,514 |
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Current year appropriations used |
300,452,729 |
369,723,187 |
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Notes to the Financial Statements (unaudited) |
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Public Safety and Emergency Preparedness Canada |
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3. Parliamentary appropriations (continued) |
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(b) Appropriations provided and used: |
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(in dollars) |
2007 |
2006 |
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Operating expenditures - Vote 1 |
147,890,000 |
85,968,000 |
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457,226,330 |
465,640,063 |
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Less: |
(167,077,826) |
(106,686,090) |
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290,148,504 |
358,953,973 |
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Add statutory amounts: |
75,709 |
68,735 |
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Current year appropriations used |
300,452,729 |
369,723,187 |
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(c) Reconciliation of net cash provided by Government to current year appropriations used: |
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(in dollars) |
2007 |
2006 |
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Net cash provided by Government |
279,016,467 |
397,076,651 |
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279,051,799 |
397,092,185 |
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Change in net position in the Consolidated Revenue Fund
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11,433,518 438,719 |
8,159,705 (1,377,359) |
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21,400,930 |
(27,368,998) |
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Current year appropriations used |
300,452,729 |
369,723,187 |
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Notes to the Financial Statements (unaudited) |
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Public Safety and Emergency Preparedness Canada |
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4. Transfer payments |
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(in dollars) |
2007 |
2006 |
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Grants |
590,466
55,707,056 |
644,375
164,135,664 |
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Total |
143,244,475 |
263,745,048 |
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5. Accounts receivable and advances |
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(in dollars) |
2007 |
2006 |
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Receivables from other Federal Government departments and agencies |
3,278,031 |
3,722,652 |
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Total |
3,302,783 |
3,741,502 |
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Notes to the Financial Statements (unaudited) |
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Public Safety and Emergency Preparedness Canada |
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6. Tangible capital assets |
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(in dollars) Cost |
2007 |
Acquisitions |
Asset |
2007 |
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Informatics hardware |
3,280,643 |
125,959 |
- |
3,406,602 |
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Total cost |
4,687,376 |
14,519,307 |
30,033 |
19,236,716 |
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Accumulated amortization |
2007 |
Amortization |
Asset |
2007 |
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Informatics hardware |
1,644,521 |
368,491 |
- |
2,013,012 |
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Total accumulated amortization |
3,010,565 |
771,535 |
11,012 |
3,793,112 |
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Net book value |
2007 |
Net |
Asset |
2007 |
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Informatics hardware |
1,636,122 |
(242,532) |
- |
1,393,590 |
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Total net book value |
1,676,811 |
13,747,772 |
19,021 |
15,443,604 |
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- There was no disposal or write-off of capital assets during the year; |
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Notes to the Financial Statements (unaudited) |
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Public Safety and Emergency Preparedness Canada |
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7. Employee benefits |
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a) Pension benefits Both the employees and the department contribute to the cost of the Plan. The 2006-07 expense amounts to $7,538,416 ($7,918,355 in 2005-06), which represents approximately 2.2 times (2.6 in 2005-06) the contributions by employees. |
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PSEPC's responsibility with regard to the Plan is limited to its contributions. Actuarial surpluses or deficiencies are recognized in the financial statements of the Government of Canada, as the Plan's sponsor. (b) Severance benefits |
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(in dollars) |
2007 |
2006 |
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Accrued benefit obligation, beginning of year |
10,329,989 |
8,741,140 |
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Accrued benefit obligation, end of year |
11,445,931 |
10,329,989 |
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Notes to the Financial Statements (unaudited) |
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Public Safety and Emergency Preparedness Canada |
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8. Related party transactions |
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The department is related as a result of common ownership to all Government of Canada departments, agencies, and Crown corporations. The department enters into transactions with these entities in the normal course of business and on normal trade terms. Also, during the year, the department received services which were obtained without charge from other Government departments as presented in part (a). (a) Services received without charge from other government departments |
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(in dollars) |
2007 |
See note 11 |
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Accommodation |
7,680,133 |
7,023,948 |
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13,513,023 |
12,869,832 |
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The Government has structured some of its administrative activities for efficiency and cost-effectiveness purposes so that one department performs these on behalf of all without charge. The costs of these services, which include payroll and cheque issuance services provided by Public Works and Government Services Canada, are not included as an expense in the department's Statement of Operations.
(b) Payables and receivables outstanding at year-end with related parties: |
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(in dollars) |
2007 |
2006 |
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Accounts receivable with other government departments and agencies |
3,278,031 |
3,722,652 |
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Notes to the Financial Statements (unaudited) |
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Public Safety and Emergency Preparedness Canada |
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9. Capitalization of Assets purchased in Fiscal year 2005-06 |
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In fiscal year 2006-07, a leasehold improvement to the PSEPC's Head Office building at 269 Laurier Avenue, Ottawa, that should have been capitalized in fiscal year 2005-06, was identified. A decision has been made to complete a post capitalization of the leasehold improvement during fiscal year 2006-07. The related cost is $7,551,000. |
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10. Disaster Financial Assistance Arrangements Program (DFAA) |
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In the event of a natural disaster in Canada, the federal government provides financial assistance to provincial and territorial governments through the Disaster Financial Assistance Arrangements Program to help meet the basic costs of response and recovery when such expenditures exceed what an individual province or territory could reasonably be expected to bear on its own. The current outstanding liabilities of $575M is the estimated cost of 41 natural disaster events for which the Federal Government has agreed to share the costs and final payments have not yet been made. |
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(in dollars) |
2007 |
2006 |
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Opening balance |
559,390,034 |
529,109,170 |
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Closing balance |
575,525,839 |
559,390,034 |
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11. Comparative information |
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Comparative figures have been restated to conform to the current year's presentation. The effect is an increase in salaries and employee benefits, professional and special services and accommodation costs on the statement of operations. The restatements are also reflected on the statement of cash flow but do not affect the net cash provided by the government, the appropriation used or the equity of Canada. |
The Minister of Public Canada has sole responsibility to Parliament for the following Acts: |
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PSEP or its Agencies administer or are impacted by the following Acts in whole or in part. Some contain specific functions of the Minister that the Minister exercises solely or in conjunction with other Ministers: |
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Public Safety Canada
Canadian Security Intelligence Service
Royal Canadian Mounted Police
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National Parole Board
Correctional Services of Canada
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Canada Border Services Agency
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Canada Border Services Agency (continued)
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Other |
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For further information about this Departmental Performance Report, you may communicate with our departmental contacts as follows:
Name |
Title |
Telephone |
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Suzanne Hurtubise |
Deputy Minister of Public Safety |
(613) 991-2895 |
Chantal Bernier |
Assistant Deputy Minister, Community Safety and Partnerships |
(613) 993-4325 |
J. Scott Broughton |
Senior Assistant Deputy Minister, Emergency Management and National Security |
(613) 991-2820 |
Richard Wex |
Assistant Deputy Minister, Policing, Law Enforcement and Interoperability |
(613) 990-2703 |
Elisabeth Nadeau |
Assistant Deputy Minister, Corporate Management |
(613) 990-2615 |
Kristina Namiesniowski |
Assistant Deputy Minister, Strategic Policy |
(613) 949-6435 |
Daniel Lavoie |
Director General, Communications |
(613) 990-2743 |
Eva Plunkett |
Inspector General of CSIS |
(613) 949-0675 |
For more information on Public Safety Canada, please visit our web site at: www.publicsafety.gc.ca